LV thạc sỹ_Solutions to improve CRM at vietnamese software outsourcing enterprises

ACKNOWLEDGEMENT To come to this closing part of the MBA course, I have many people to thank for their kind support and help I am grateful to all of my teachers … TABLE OF CONTENTS Table of Contents ABBREVIATIONS LIST OF TABLES LIST OF FIGURES EXECUTIVE SUMMARY INTRODUCTION 1.Rationale 2.Research objectives 10 3.Research questions 10 4.Research methodology 10 4.1.Research process 10 4.2.Data collection .10 4.3.Data Analysis 11 5.Research Scope .11 6.Research structure 12 CHAPTER .13 THEORETICAL BACKGROUND ON CUSTOMER RELATIONSHIP MANAGEMENT 13 1.1.CRM definitions 13 1.2.Benefit of CRM .15 1.3.CRM business cycle 16 1.3.1.Customer acquisition 17 1.3.2.Customer relationship enhancements .17 1.3.3.Customer retention 17 1.4.Customer service/sales profile model 17 1.5.CRM in offshore software outsourcing industry 20 1.5.1.The importance of CRM in offshore software outsourcing .20 1.5.2.Frameworks in offshore software outsourcing 21 1.5.3.Critical factors in CRM in offshore software outsourcing industry 23 ANALYSIS OF CRM PRACTICE AT VIETNAMESe SOFTWARE OUTSOURCING ENTERPRISES 24 2.1.Situation of offshore software outsourcing industry 24 2.1.1.Offshore software outsourcing 24 2.1.2.The growth of offshore software outsourcing 25 2.1.3.Motivators of offshore software outsourcing 26 2.1.4.Offshore software outsourcing industry in Vietnam .27 2.2.Analysis of CRM practice at offshore software outsourcing enterprises in Vietnam 34 2.2.1.Analysis of CRM practice in customer acquisition 34 2.2.2.Analysis of CRM practice in maintenance and enhancement phase 43 2.3.Summary of chapter 56 CHAPTER .57 SOLUTIONS TO IMPROVE CRM AT VIETNAMESE SOFTWARE Outsourcing ENTERPRISES 57 3.1.Objectives .57 3.2.List of recommended solutions 57 3.3.Recommendations for implementing solutions 57 3.3.1.Solution of building customer-oriented culture 57 3.3.2.Solutions of re-structuring customer care group .59 3.3.3.Solution of building a network of sales partners .60 3.3.4.Solutions to improve the training program for CRM department 61 3.3.5.Solution of building keep customers’ loyalty programs 65 3.4.Summary of chapter 66 REFERENCES 68 APPENDICES - A 69 APPENDICES – B .71 ABBREVIATIONS BPO BSA CEO CMMI CRM eSCM-SP EU FDI GDP IDC ISO IT MGC MPC MPT MTC MVC NASSCOM SWOT TRIP UK US USA WTO Business Process Outsourcing Business Software Alliance Chief Executive Officer Capability Maturity Model Integration Customer relationship management e-Sourcing Capability Model-Software Provider Europe Foreign Direct Investment Gross Domestic Product International Data Corporation International Standard Organization Information Technology Most Growable Customer Most Profitable Customer Ministry Of Posts And Telecommunications Most Troubling Customer Most Vulnerable Customers National Association of Software and Services Companies Strength Weakness Opportunity Threat Trade-Related Aspects of Intellectual Property Rights United Kingdom United State United State of America World Trade Organization LIST OF TABLES Table B.1: List of interviewees 71 LIST OF FIGURES EXECUTIVE SUMMARY The introduction part of the thesis introduces the basis of the topic including rationale, research objectives, research questions, research methodology The rationale talks about the opportunities and challenges of Vietnamese software companies when facing the intense growth of software outsourcing industry The growth of the industry has brought more potential customers for software outsourcing companies in the global market However, the growth also creates challenges in CRM to retain current customers and attract new ones against high competitive environment and challenges in CRM to against the failures of software outsourcing projects There are three main purposes of the topic is to define the practice of CRM in Vietnamese software companies, the shortcomings and solutions to overcome the shortcomings Qualitative research methodology is used in this thesis: interview and consult with a number of leaders, managers at all levels of software outsourcing companies in Vietnam, as well as external experts and relationship management with enterprise business software; content exchange to focus on the basics of strategic management of Vietnamese software outsourcing companies The thesis goes through the concept of managing customer relationships, a general introduction to the outsourcing industry and a number of characteristics in managing customer relationships The analysis of management relationships with customers is made up from a number of software companies in Vietnam In common, CRM practice in Vietnamese software outsourcing companies is being aware but it’s fragmented, unprofessional and poor in management Software outsourcing companies haven’t created customer-oriented culture in working environment of companies Activities related to customer care are not well managed affect maintenance and development of relationship Weakness of sales and marketing affects the effectiveness of building up initial relationship In the ending part, this thesis provides five recommended solutions which help to improve outstanding issues are analyzed "Building customer-focused culture" recommendation helps to have a good foundation and align all activities toward customer care All Vietnamese software outsourcing companies need to focus more on sales team, customer care activities which can help them to have more customers building relationship and keep the relationship last in a long-term The five recommendations help to strengthen the management of customer relationships from the set-up of first relationship to the maintenance and to the development of customer relationships for Vietnamese offshore software outsourcing companies There are some limitations of this thesis This thesis mostly studies CRM practice in Software companies located in Hanoi Not fully information is provided for the study by respondents regarding the issues of confidentiality So, there are sighted constraints and limitations which might have caused Gaps in this research paper INTRODUCTION Rationale Offshore software outsourcing is regarded as ‘The potential industry’ for Vietnamese market in the context of globalization and this is further assisted by the government’s investment focus on this market Because it trends towards reducing costs and coping with human resources scarcity and outsourcing will reduce a company’s internal costs while allowing it to focus on the core competencies While software outsourcing powers such as India, China are facing increasing human resources scarcity and are losing price competitiveness due to skyrocketing wages at home, Vietnam is emerging as one of the foremost choice for software outsourcing firms Young human resources and low cost have brought Vietnam to stay among the top ten of countries attractive to software outsourcing Besides, software outsourcing industry has many advantages from the support of the government Realizing importance of outsourcing, the Ministry of Information and Communication spends VND 60 billion in support of enterprise’s CMMI deployment in years from 2010 to 2012 In face of 2009’s challenges, software outsourcing recovered at the end of 2009 and in 2010 with the growth rate of 20-40% comparing with the growth rate of 10% in first six months of 2009 [7] There are increasing numbers of software outsourcing contracts between companies with differences in geographical locations, different languages and cultures, and those differences bring many difficulties in managing business relationship Thus, facing the opportunities brought by the new context of global economic cooperation in software outsourcing industry, the more rapidly the market develops and the more rivals appear, then the more challenges to manager in CRM there are, in order for them to maintain long-term ties with present customers preventing them to move to other vendors and to attract new customers through references from old ones With the growing volume of offshore outsourcing, the number of failures is also increasing According to a recent study, it found that 20-25% of all software outsourcing relationships fails within years and 50% fail within years The literature indicates that problems with the ‘relationship’ between clients and vendors are the underlying reason for many failures and mismanagement of client-vendor offshore outsourcing relationships can have far reaching consequences for both clients and vendors Subsequently, it is imperative 10 to identify critical factors that can help to better manage offshore software outsourcing relationships Furthermore, it is also important to identify the difficulties faced in managing offshore relationships and also how clients and vendors develop mutual trust Research objectives - To review practice of CRM at software outsourcing companies in Vietnam To identify common shortcomings that Vietnamese software outsourcing - companies have in CRM To suggest solutions for the companies to overcome the shortcomings in CRM practice Research questions - Question 1: How has CRM been implemented by Vietnamese software outsourcing enterprises? This question specifically asks about software outsourcing company’s model and important factors in managing relationships with clients From the responses of this question, the basis for identifying business model, methodology in managing relationships that companies use is formulated - Question 2: What factors impact on effectiveness of CRM at the Vietnamese software enterprises? This question helps to focus on the important factors in managing successful outsourcing relationships and on factors that can cause the ineffectiveness - Question 3: What solutions can be used for mitigating or eliminating adverse impacts? This question helps to list out the solution that company use to solve the issues from response of previous question Research methodology 4.1 Research process The research process is presented in the following figure 0.1 The literature review is implemented to identify research objectives To identify the shortcomings of CRM at Vietnamese software outsourcing enterprises, the in-depth interviews were performed and secondary data were collected and analyzed 4.2 Data collection In this thesis, both secondary and primary sources are used to generate qualitative data 57 CHAPTER SOLUTIONS TO IMPROVE CRM AT VIETNAMESE SOFTWARE OUTSOURCING ENTERPRISES 3.1 Objectives This chapter introduces solutions to overcome shortcomings found in the previous chapter and to promote the activities of customer relationship management aims at three main purposes, namely: • To increase the number of new customers through activities to attract customers and establish initial relationships with new customers by stepping up sales • activities; To increase the number of projects per existing customers through active management to maintain customer relationships 3.2 List of recommended solutions Building customer-oriented culture Re-structuring and clarifying roles in customer care group within the business development department Building a network of sales partners Completing training programs for CRM activities Building customers’ loyalty programs 3.3 Recommendations for implementing solutions 3.3.1 Solution of building customer-oriented culture 3.3.1.1 Reasons of applying solution Customers are profitable for business, so no business can survive and succeed without customers The sustained success of an organization depends on the ability to create value for those organizations that serve the customers Requirements may already be identified or potential Needs and expectations of internal customers and external customers are the orientation of the organizations and orientation of the activities of organizations as well as individuals in those organizations Reality has proved that effective strategy and investment plan on human resources for enhancing customer value helps companies in gaining a large market share in the marketplace 58 There are many ways to increase revenues such as market expansion, services development, focus on the current market and they are all customer-oriented and best meet the needs of customers Human is a strategically factor for business in the customer relations management strategy With the enhancement of values, ideology and sense of recognizing and respecting the importance of customer, all staffs of a company together creates a new cultural foundation The construction of cultural orientation to customers is a guideline to make customer relationship management in all departments within the company work best and most effective One of the shortcomings in the operation takes customer relationship management in the software outsourcing company in Vietnam is due to negligence of organizational management as well as awareness of the staff in determining the importance of customers for a business unit The construction of cultural orientation leads CRM activities to a right direction and avoids degradation in the absence of strict control The main objectives of building customer-oriented culture are: • To raise awareness of all parts of the business and individuals about the importance • • of customers for business and individual interests To direct all activities meeting the customers’ requirements at top priority To enhance your business image in the eyes of customers 3.3.1.2 Recommended content to implement the solution Offshore software outsourcing companies in Vietnam should organize training courses and extracurricular activities related to the treatment of situations with customers and handles customer feedback about the weakness of the stages of work can have Companies should make a company culture handbook containing the following contents: • • • Promote the importance of customer; Enhance product quality at the highest priority; Promote core values such as trustworthiness, respect, spirit of learning and sharing • knowledge, unity and cooperation in all activities within the companies; Develop content to guide the attitude and behavior in communication and working • style with customers; List real situations occurring from the experience while working with customers and solutions for them 59 Companies should deliver training courses to help staffs remember the contents of the company culture handbook All contents related to customer satisfactions need to be emphasized 3.3.2 Solutions of re-structuring customer care group 3.3.2.1 Reasons of applying solution Most of software outsourcing companies in Vietnam assigns both sales and customer relationship management tasks to the business department This can be beneficial in cost management and implementation and effective in coordinating the sales activities and customer relationship management But in terms of a long-term strategy this reduces the performance of both sales and customer relationship management The concurrent responsibility of two functions at the same time reduces the ability of developing sales activities in the international market as well as the ability in managing customer relationships The model of concurrent responsibilities is only appropriate when the company size is small To increase the number of clients both in breadth and depth, re-organize the customer care group is essential 3.3.2.2 Recommended content to implement the solution a • • Establish organizational diagram of customer care group There are two team leaders of customer information management and customer care activities Group leader of customer care group directly under the Business Executive Manager Functional diagram of customer care group is shown in Figure 3.1 b Functions of CRM department b.1 Implement the expansion of the customer group and customer information and • customer care activities by: Coordinating with sales team to collect information of potential customers • • according to sales targets of quarterly, monthly and annual plan Taking care of potential customers and existing customers Managing the feedback and participate in processing responses and solutions on • issues Comparing volume of potential customers and volume of customer information b.2 with target volume Participate in recruiting, training, guidance personnel in customer relations management department including: 60 • • • Planning for hiring staffs for customer relationship management department Developing training institutions for staffs under the department Developing work procedures in the customer relationship management department, b.3 and work relation with other departments Inspect and supervise work of employees of Customer care group, perform • • • • performance review in the group Monitor the work of all staffs in customer care group Assign tasks to staffs under the management of the customer care group Review performance by peer-reviews Mobilize staffs and switch roles within the scope of the business development b.4 department Support sales, PR and marketing activities Figure 3.1: Organizational diagram of CRM department Source: Author of the thesis 3.3.3 Solution of building a network of sales partners 3.3.3.1 Reasons for applying the solution According to investigation results in chapter 2, the program of looking for partners to sell software outsourcing services in the countries of the target market is very important in order to establish relationship with customers through those partners The implementation of sales and customer relationship management through sales partners can brings the ratio of profit per cost higher comparing to the set up of representative offices The main reason 61 is because the operational cost of office and secondly performance of local sales partners in the target market is considered reliable with high efficiency The benefits from a network of sales partners are: • Helping the sales department to sell software outsourcing services to customers in • foreign countries Broadcasting and marketing software outsourcing services to international • customers Reducing the cost of sales as well as cost of customer relationship management as • sales partners will support the company in doing this part Managing customer relation and customer care in the host country 3.3.3.2 Undertaken work to implement the solution a Design the content of building a sales partner network To build up an effective network of sales partners a company needs to perform the search for sales partners and manage the relationship with sales partners with following contents: • • • • • • Design a structure of sales partners network Make a commission regime Find partners Train partners on the software outsourcing service packages Manage and evaluate activities of sales partners Manage relationships with sales partners a Scale of sales partners network To ensure efficiency in managing the sales partners’ network, the determination of a reasonable scale of the network for each business and each market sector is important To determine the number of sales partners some below basic standards are need to follow: • • • Identify the geographic area of each country or each region Know the potential level of the market Identify managerial capabilities of the enterprise on the market in each geographic area 3.3.4 Solutions to improve the training program for CRM department 3.3.4.1 Reasons for applying the solution After improving the organizational structure, activities of customer relationship management start to work separately and professionally and along with it sales activities, searches and the establishment of initial relationships with customers are promoted by active activities of the sales department along with a network of sales partners But the current team in the business does not focus on work by the management of this group often 62 be ignored and therefore the staffs of customer relationship management group also haven’t been working with a professional working style to promote efficiency in the management of customer relationship To a good job in managing customer relationships, the offshore software outsourcing enterprises have to provide a good training program on the contents of the IT outsourcing service package, the skills to work in every stage of customer relationship management In overall, the solution aims to: • Make new employees with professional working style and high performance from • • the beginning Increase the knowledge for existing workers Update processes and tools that work in line with changing conditions of business • environment Raise the level of customer satisfaction 3.3.4.2 Undertaken work to implement the solution First of all, there is a need of renovation of training process from the old to the new model Figure 3.2: Old model of the training process Source: Author of the thesis Figure 3.2 shows the old model of the training process Figure 3.3 describes the new training process Process in figure 3.4 is more improved comparing with the old process In the new process there is the initially basic training program for new employees, then new staffs immediately step to the probation period after the company performs the evaluation and assessment for selection The next step is the main official training program, then the official job assignment and then the final evaluation 63 Figure 3.3: New model of the training process Source: Author of the thesis Today, customers are demanding a common, high quality experience across all channels In order to provide this, we must have a consolidated view of the customer that can be shared across all channels This is not accomplished, by the way, simply by consolidating your data You must consolidate you business processes as well Figure 3.4: Communication channels between companies and customers Source: Sales force The figure 3.4 is what companies typically use to describe the broad area of Customer Relationship Management And as an industry, we typically describe this in a reactive fashion In other words, we usually describe this in the context of the customer “coming to us” for support, and we are able to service their needs consistently across all channels But if you think about it, the real power of this, from a Sales Force perspective, is that once this infrastructure is in place 64 The training program should be covered in all activities with customers through all channels in figure 3.4 The content of training programs for customer relationship management activities consists of the following: a Objectives Training program is designed to achieve the following goals: • • • Listen constantly to remember See to know Do to comprehend and recognize the effectiveness of actions in the management of customer relationships a Knowledge The program should include basic knowledge about the company, software outsourcing service packages and has to primarily focus on the content of customer relationship management operations b.1 Company knowledge Knowledge of the company including the history, the reason of why company was founded, , company size, the current policy, the action plans, the legal standards, criteria reports, customer profile, current and historical work customers b.1 Knowledge of the software outsourcing service packages The packages of software outsourcing services must be differentiated based on: • The sort by solutions, technology and programming languages: ERP, BI solutions, Net technology, Java, mobile applications, window applications, web • applications, embedded software, etc Classification of different price packages: fixed price project, the quote per person per month, hourly rates b.2 Professional knowledge of customer relationship management The professional knowledge must include the operations relating to the collection of information, customer information management, handle of requests from customers and implementation of customer care operations including work related to the projects with external clients and projects, along with the support service after project completion b Effective implementation of the training 65 Conduct lectures program related to all content of required knowledge above Lectures can be supported by tools such as video, illustrations and tables to help remembering and reinforce the knowledge During the training process focus on the practice is needed Practice could be performed by following contents: • Situation discussions The content of training program lists out the situations that occurred in the process of working with customers and trainees then can discuss appropriate solutions to handle customer satisfaction Situations could be the handle of customer complaints about quality of work or down performance of a number of employees, or support request from old customers, etc • Role play Role play of real situations happened in the real work helps employees to feel the real experience And role play could be good formal instructions to turn theory into practice 3.3.5 Solution of building keep customers’ loyalty programs 3.3.5.1 Reasons of applying the solution Most of software companies in Vietnam not care much of special programs to keep customers’ loyalty especially for profitable customer group as they not think this could work well in the software industry In fact keeping the loyalty is very important in any industry as there is the fact where every business knows existing customers can bring more profit to a company than a new one Potential customers may represent only a small amount while in reality the cost to attract a new customer can cost times to keep an old customer Programs to build customer loyalty (often called bonus programs) are becoming very important in the high competitive market 3.3.5.2 Recommendations of customer’s loyalty programs for software outsourcing companies Vietnamese software could use the following programs for their existing customers Discount According to experience of a number of companies, at some stages of a long-term relationship with customers a company should offer some discount for the project-based contract 66 Because based on specific characteristics of project-based contract, a company may offer some discount for some project that similar with some others that it did before Because of similar characteristics the company can re-use some framework for the development as well as the knowledge that it gained Any form of discounts or promotions is effective in making the customer excited in any area of business “Buy more get lower price” offer In software industry, providers could engage customers buy a set of two or more services with advantage of lower price for that set For example, when a provider knows a customer who needs to build a mobile application on iPhone device, they may suggest them to build the same one on the other devices such as Android, Blackberry, and certainly customers should get the offer with the lower price for the whole set And this way could effectively get customers to buy more services then just one when they actually can reduce a significant cost for customers if they constantly use the same provider rather than use the other one “Free support” offer The other way to engage customers’ loyalty is to offer them the free training or free technical support after delivering software development service The installment of a software product is not easy for all users sometimes; it’s the reason why the customers need the technical support or the training from providers for this part If we could offer the free charge for this part, it could pretty much increase the satisfaction from customers and make them want to buy more software outsourcing services from providers when they still have the needs for that 3.4 Summary of chapter Five recommendations mentioned above are five among the other recommendations to strengthen the management of customer relationships from the initial set up to the maintenance and to the development of customer relationships for Vietnamese offshore software outsourcing companies Among five recommendations, the "Building customer-focused culture" recommendation aims to direct all business activities in the operational benefits to customers, all activities related to customers to bring prices value and satisfaction from customers to keep customers loyal to the business 67 The purpose of the second recommendation "Re-structuring customer care group within the business development department" is restructuring the customer care group to ensure this group within the business development department besides works professionally and efficiently; in parallel it takes responsibility in supporting activities of the sales team The third recommendation "Building a network of sales partners" is proposed with the aim of reducing cost of sales and increasing efficiency of the search for customers in target markets through a sales partners’ network The fourth recommendation is "Completing the training program group customer relationship management" to enhance the professionalism and ability of managing customer relationships, promote active care and ensure customer satisfaction The fifth recommendation is “building customers’ loyalty programs” aiming to make customers happy and stay longer with the company These all five recommendations is with the purpose to promote the management of customer relationships more effectively, bring new customers and retain existing customers for a long-term cooperation with enterprises 68 REFERENCES Anderson, Kristin and Carol Kerr (2002) Customer Relationship Management McGraw-Hill Jill Dyché (2002) The CRM handbook: A business guide to customer relationship management Addison Wesley Professional Bob Langer (2003) Unlocking the Value of Your CRM initiative Peppers & Rogers Group Ministry of Information and Communication (2010) Whitebook – Vietnam information and Communication technology Information and communication publishing house Nguyen Duc Lan, Pham Thi Thoa (2009) Customer service skills Publishers of social labor Muhammad Ali Babar *, June M Verner and Phong Thanh Nguyen (2006) Establishing and maintaining trust in software outsourcing relationships: An empirical investigation National ICT Australia and University of New South Wales Jim McCarthy (1995) Dynamics of Software Development Microsoft Press, a division of Microsoft Corporation Jennifer Kirkby (2002) Developing a CRM Vision and Strategy GartnerG2 Pham Tan Cong 2010 Vietnam Software outsourcing 2009-2010 Vinasa Address: http://www.vinasa.org.vn [Accessed on 17/1/2010] 10 Wikipedia 2010 Customer relationship management Wikipedia, the free encyclopedia [online] Address: http://en.wikipedia.org [Accessed on 15/12/2010] 11 Steve McWhirter 2010 CRM Salesforce Address: http://www.salesforce.com [Accessed on 24/4/2010] 12 McKinsey 2010 Software outsourcing statistics 2010 Software quality experts [online] Address: http://www.rttsweb.com [Accessed on 12/11/2010] 13 Chi Thinh 2011 The intense growth of software outsourcing PCWorld [online] Address: http://www.pcworld.com.vn [Accessed on 16/2/2011] 14 Lương Hương 2010 Vietnam top 25 of risky software outsourcing ICTnews [online] Address: http:// http://www.ictnews.vn [Accessed on 27/12/2010] 15 Hoang Kiem 2010 Vietnam software outsourcing Business in Asia Address: http://www.business-in-asia.com [Accessed on 7/12/2010] 69 APPENDICES - A • List of guideline questions for in-depth interviews: q Can you tell something about yourself? This question helped interviewee to settle down and encourages them to involve in the interview q Can you tell something about your most recent outsourcing project? This question helped interviewee to talk about his or her most recent outsourcing experience The objective of asking about the most recent outsourcing activity is to help interviewees respond quickly and easily to the question q What are the motivators of offshore software outsourcing? Motivators are the reasons for both sites to build relationship That way, vendor can understand motivators for clients to outsource to them and what they need to improve themselves q How does your company build initial relationship with clients? The question is used to address factors for building initial relationship q How you manage relationship with the client (/vendor)? From the responses of this question, the basis for identifying critical factors in managing relationships will be developed q What are factors influencing maintaining offshore software outsourcing relationship? From the responses of this question, the basis for identifying critical factors in retaining customers will be developed q What kind of difficulties you have come across in managing relationships? This question tried to investigate more into the answers of the previous question by asking about the difficulties experienced by interviewees in managing outsourcing relationships q Can you list important factors in managing a successful outsourcing relationship? This question helped to combine previous three questions and encouraged interviewees to focus on the important factors in managing effective outsourcing relationships q What suggestion you propose to overcome difficulties in managing software outsourcing relationship? This question encourages interviewee giving solution to eliminate factors that has adverse impact on managing relationship q 10 What you think about the role of trust between in outsourcing relationships? 70 This question specifically investigates the importance of trust in client – vendor relationships q 11 Which factors are important in building and maintaining trust with customers? Trust is investigated in terms of achieving trust and maintaining it in the relationship 71 APPENDICES – B • List of Interviewees No Interviewees 15 Pham Duy Interviewee's Position Team Leader Company Years of interviewee experience in software development Resources Years of company experience of in software outsourcing Table B.1: List of interviewees Source: Author of the thesis ... Analysis of CRM practice at Vietnamese software outsourcing • enterprises Chapter – Solution to improve CRM at Vietnamese software outsourcing enterprises 13 CHAPTER THEORETICAL BACKGROUND ON CUSTOMER... objectives - To review practice of CRM at software outsourcing companies in Vietnam To identify common shortcomings that Vietnamese software outsourcing - companies have in CRM To suggest solutions... into how critical factors in trust building of relationship are managed 24 CHAPTER ANALYSIS OF CRM PRACTICE AT VIETNAMESE SOFTWARE OUTSOURCING ENTERPRISES 2.1 Situation of offshore software outsourcing